DOES16 London - Scott Potter - DevOps: To Autonomy and Beyond

DOES16 London - Scott Potter - DevOps: To Autonomy and Beyond

• 1.
  Scott Potter (former) Headof Digital Engineering To Autonomy & Beyond Considerations for Leaders and Senior Management as their Teams Grow their Capability, Responsibility and Autonomy
• 2.
  The Company &Organisation Scott Potter – To Autonomy & Beyond
• 3.
  The Company • Founded1700s • 5,000 people • Under CIO, 350 – 500 people Scott Potter – To Autonomy & Beyond TNL Ltd. turned a profit in 2015 following substantial revenue growth from Digital subscriptions
• 4.
  The Technology Organisation ScottPotter – To Autonomy & Beyond DigitalD&AEnterprise
• 5.
  The Technology Organisation Headedup software engineering Approx. 100 people - plus some external agencies Peak of 200 people Scott Potter – To Autonomy & Beyond DigitalD&AEnterprise The Times Tablet App - Highest Grossing (non-game) app in the Apple UK store Sun Goals App - Top 5 downloaded sports app in the UK
• 6.
  The Technology Organisation Headedup software engineering Approx. 100 people - plus some external agencies Peak of 200 people Scott Potter – To Autonomy & Beyond Digital AppsWeb ACSCPS Android Obj C & Swift HTML & JS, Single Page Apps Groovy, NodeJS, Java, Ruby Wordpress, php AWS Based Cloud Infrastructure Pop-up envs, Chef, Lambda …
• 7.
  A bit aboutme Scott Potter – To Autonomy & Beyond
• 8.
  A bit aboutme… I started coding on one of these... When he was still considered clever... Before he released this! My Engineering career started the same year this man launched the WWW to the public. He launched Linux, and... this phrase was coined! Scott Potter – To Autonomy & Beyond
• 9.
  A bit aboutme I’m currently consulting with Equal Experts Previously Head of Engineering at News UK Prior to that at some point… Xerox Scott Potter – To Autonomy & Beyond
• 10.
  A bit aboutme I’m currently consulting with Equal Experts Previously Head of Engineering at News UK Prior to that at some point… Xerox Mechanical Design Engineer, R&D, Electronic Engineering & Manufacturing Engineering Science based experimentation, Exploration & Prototyping Componentisation Design for Reuse Interfaces EVERYWHERE Scott Potter – To Autonomy & Beyond
• 11.
  Lean Software DevelopmentBlack Belt Engineer - Agile Coach At News UK 4 years Initiated dept. transformation in Oct 2013 Scott Potter – To Autonomy & Beyond
• 12.
  What Business ProblemI’m trying to Solve Scott Potter – To Autonomy & Beyond
• 13.
  What Business ProblemWas I Trying To Solve? The Business Problem - Build a Digital Software Engineering dept. Scott Potter – To Autonomy & Beyond ...with a culture of quality, agile, based in London on average salaries
• 14.
  To increase cashflow To increase adaptability and agility To reduce project risks … With a vibrant culture that supports motivated staff, workforce stability and a real desire to continually improve standards. And be able to sustain this. This requires capable, motivated and correctly aligned people, working on tangible value. Provide Business Agility To provide adaptive software development which supports greater business agility: Scott Potter – To Autonomy & Beyond (by releasing value early with quality and operational integrity) (via practices such as xP, processes / frameworks such as scrum, tech, people, behaviours) (early and continual feedback, able to pivot, accurate progress tracking as ‘Done’ means done) What Business Problem Was I Trying To Solve?
• 15.
  Achieving DevOps fromthe Dev Side Scott Potter – To Autonomy & Beyond
• 16.
  Scott Potter –To Autonomy & Beyond Achieving DevOps from the Dev Side What does it mean to be an Engineer? Initial step – what do I bring to this role? Direction & Leadership Core Competencies, Professional Behaviours Vision & Identity Core Values: To Nurture, To Inspire, To Engineer, To Deliver Initiating Change
• 17.
  Scott Potter –To Autonomy & Beyond Achieving DevOps from the Dev Side Reorganised to ensure that: • Every Team was aligned to a set of real users • Every Team was as cross functional and autonomous as possible • Every Team had a core of permanent staff Done with full collaboration with my 4 Engineering Managers Initiating Change
• 18.
  Scott Potter –To Autonomy & Beyond Achieving DevOps from the Dev Side Stabilise Recruit Grow Competencies (Engineering Excellence Model) Retain Key Staff Increase Productivity Strive for Engineering Excellence Provide Great Careers Phases 1 & 2
• 19.
  Scott Potter –To Autonomy & Beyond Environment Capabilities & Behaviours Values Vision & Identity Achieving DevOps from the Dev Side Engineering Excellence Model
• 20.
  Scott Potter –To Autonomy & Beyond Environment Capabilities & Behaviours Values Vision & Identity Achieving DevOps from the Dev Side Engineering Excellence Model The Skill Technical Agility Organisational Agility Process Agility Personal Agility The Will Sense of Purpose Autonomy Opportunity to Grow
• 21.
  Scott Potter –To Autonomy & Beyond Environment Capabilities & Behaviours Values Vision & Identity Achieving DevOps from the Dev Side Engineering Excellence Model
• 22.
  An Extract froma communication The objectives of this strategy are to: ● Ensure that each development team is as self sufficient as possible, ● Ensure that each development team is cross functional & resilient, with no single points of failure, ● Create an environment of ownership behaviour where teams: are empowered, have flexibility, build up trust to rely upon one another, to be able to challenge one another and therefore continuously improve, ● Sufficient knowledge to design end-to-end systems more successfully than was previously capable, ● Ensure teams are able to respond to changing requirements, ● Avoid poorly designed & hard to use environments and stacks experienced from a pooled sys eng team. Scott Potter – To Autonomy & Beyond Achieving DevOps from the Dev Side Systems Engineering & DevOps Strategy
• 23.
  Scott Potter –To Autonomy & Beyond Achieving DevOps from the Dev Side Establishing High Performing Teams • They have a common goal • High Standards & Expectations • Able to Resolve Conflict • Frequent Feedback, Team-based rewards
• 24.
  Scott Potter –To Autonomy & Beyond Achieving DevOps from the Dev Side Establishing High Performing Teams • They have a common goal • High Standards & Expectations – Know what to expect from one another – Able to make decisions – Culture of learning & improvement – Personal Responsibility & Ownership behaviour – Have a ‘resourceful state of mind’ – Take the responsibility to hold one another accountable • Able to Resolve Conflict • Frequent Feedback, Team-based rewards
• 25.
  • To Ensureour Employers / Our Company can produce and provide products or solutions that successfully meet their customers needs (better than our competitors). • To do so in a cost effective and timely manner. • To do so such that it supports the business needs, goals and ambitions. • To be able to do this consistently and sustainably. What do we all have in common? What are we trying to achieve? Scott Potter – To Autonomy & Beyond Achieving DevOps from the Dev Side
• 26.
  What Did WeAchieve? What can I observe? Leading KPIs • Close collaboration - share the problem to be solved or the desired outcome and work through it together. No dictating of solutions, architectures or process. • Frequent, continuous and quick feedback to amplifying learning. We all know more today than we did yesterday. How much more can we learn? How can we derisk a complex project or product build? • Empowered teams are essential as they know the most about the options available and are more motivated when closely aligned to and able to influence the outcome. • Empowered teams can also ensure that they only do what is needed and no more, keeping solutions as simple as possible, making time to market quicker and enhancement and maintenance easier. • Micro services architecture: • Release working software early & often to increase feedback, and opportunity to learn and optimise the product. • Initiate new builds with the lightest build and deployment pipeline to production. • Prove the technology choices, base architecture, processes and tooling as early as possible so that be every subsequent product increment is known to be a true, complete increment (no more work required). Scott Potter – To Autonomy & Beyond
• 27.
  What Next? Scott Potter– To Autonomy & Beyond
• 28.
  Scott Potter –To Autonomy & Beyond What Now? As a Leader / Senior Manager, do I still have a role to play?
• 29.
  Scott Potter –To Autonomy & Beyond What Now? Nice Problems to Have
• 30.
  Scott Potter –To Autonomy & Beyond What Now? Building a New Culture, with Resilience
• 31.
  People are alwaysthe common factor. Capable & Motivated people who can assist one another at the coal-face and rely on one another. The proof is in delivering value, frequently and sustainably. Process Product People Under-damped Scott Potter – To Autonomy & Beyond What Now? The Pendulum
• 32.
  The Agile Manifesto •Underlying structure based on Patrick Lencioni’s 5 Dysfunctions of Teams: – Absence of Trust – Fear of Conflict – Lack of Commitment – Avoidance of Accountability – Inattention to Results What Now? Personal Agility Scott Potter – To Autonomy & Beyond
• 33.
  Artificial Harmony Low Standards ScottPotter – To Autonomy & Beyond What Now? Personal Agility
• 34.
  Scott Potter –To Autonomy & Beyond What Now? Personal Agility
• 35.
  Scott Potter –To Autonomy & Beyond What Now? Personal Agility
• 36.
  What Now? Personal Agility ScottPotter – To Autonomy & Beyond
• 37.
  Takeaways Scott Potter –To Autonomy & Beyond Stabilise Recruit Grow Competencies (Engineering Excellence Model) Retain Key Staff Increase Productivity Strive for Engineering Excellence Provide Great Careers Environment Capabilities & Behaviours Values Vision & Identity
• 38.
  Thank you Scott Potter ToAutonomy & Beyond